how to attract, hire and retain the highest caliber workforce presented by: leslie askanas askanas...
TRANSCRIPT
How to Attract, Hire and Retain the Highest Caliber
Workforce
Presented by:Leslie Askanas
Askanas Human Resources Consulting
Overview Recognize generational differences Why people leave a job Agency culture – what is it? Where to advertise Evaluate your Senior Management team Attract and recruit the right people Know your competition Retention strategies
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Generational Impact on Organizations
Human Resources management will become a critical success factor as organizations have to focus on: Recruitment Retention of employees of all ages Succession planning Work-life balance Career development
Why do we need to be aware of Generational Differences? We have four generations in the
workforce at the same time with different values
Need to understand key generational differences in order to both attract and retain good employees
The Veterans/Pre-Baby Boomers
1922 - 1946
Core Values: Self sacrifice Black and white world view Traditional
Work Values: Loyalty Dependability Persistence Hard Working Authoritarian
Baby Boomers1946 - 1964
Core Values: Optimist Entitlement Self-fulfillment Non-conformist
Work Values: Workaholic Acceptance of stress Team-oriented Importance of title Demanding of respect and sacrifice from sub-ordinates
Generation X1964 - 1982
Core Values: Comfort with technology Adaptive to change Non-traditionalism Acceptance of diversity Confidence Immediate gratification
Work Values: Working within system Sacrifice personal life for advancement (although strive for
balance) Insecure Desire to be recognized
Generation Y1982 -
Core Values: “Street Smart” Adaptive to change Optimistic Expect diversity Knows how to network
Work Values: Independence and autonomy Challenge seeking Variety seeking Entrepreneurial Distrust of authority Continuous development of skills Lack of loyalty Work-life balance Fun
Why People Leave A Job 80%-90% of management leave
their job for reasons NOT related to money
Key Reasons The job itself Their manager The work environment Advancement opportunities
Why People Leave A Job-Con’t Culture and reputation Effective leadership
Why People Leave A Job(Korn/Ferry International Survey – April 2006)
What could be improved to make it attractive to stay?
Empowering employees to make decisions 42%
Creative advancement and career development opportunities (for middle management make tiers) 32%
Better work-life quality 16%
More attractive compensation packages 6%
Create Value
Align People Processes
Enlighten Leadership
Develop Excellent Managers
Establish a Culture of Excellence
Agency Culture – What is it? Personality of the agency Expressed in the architecture,
interior, design of office, what people wear to work, and how people communicate
It is how titles are utilized Culture is shaped by the agency’s
leaders and senior managers
Employee Needs Within the Corporate Culture
The need for trust The need to feel competent
Indicators of Culture Whether conflict is addressed directly,
indirectly, or ignored Training, continuing education, and
skills development programs available to workers
How much and how often senior managers interact with employees
How information is shared – in writing, in person, electronically, by phone, or during meetings
How do you Assess your Current Culture
Answer the following questions What 5 words describe your agency? Who gets promoted? What behaviors are rewarded? Who fits in and who doesn’t?
Evaluate Your Senior Management Team
Does management pay attention to and reward the strongest employee’s?
Does management know the talent within your organization?
Are your managers managing everyone the same way?
Evaluate Your Senior Management Team Con’t
Questions to consider: Does management promote or discourage
innovation and risk taking? Does management reward employees for
coming up with new ideas and challenging old ways of doing things or punish them?
Do nonconformists fit in or do they get pushed out?
Is change normal in your agency or do managers protect the status quo?
Advertisement In-house career site Employee referral Internet recruitment
Professional networks Professional nonprofit recruiters Newspapers – Least effective
Attract and Recruit the Right People
Pitch your mission Discuss the culture in your agency
Know your benefits Look for qualifications and potential
Research the going rate Go the extra mile Ask the right questions
Know Your Competition
What does your competition offer that you don’t?
What do you offer that your competition doesn’t? Flexibility Training – Professional development
What Sets your Agency Apart from the Competition
Work environment Training – Professional
Development Know your benefit package What involvement does your
agency have in the community?
What Most Candidates Are Looking For
Opportunity to help people Benefit package Challenging work Learning new skills Opportunity for advancement Motivated by public and personal
recognition Competitive Salary
Create a Formal On-Boarding Process
Start retaining from day one – first impressions count Clear job descriptions What are the objectives of the job? How do the objectives relate to the
goals of the organization? Conduct post interviews
Retention Strategies Positive (friendly) work environment Involve in plans and decisions Solicit their ideas and opinions Create opportunities for employees to learn
and grow Actively listen to employees concerns Share information promptly, openly and
clearly Include management in decision making
Retention Strategies Con’t Celebrate successes and
milestones reached Praise publicly and in private
Reward outstanding performance Make job as challenging as
possible and ensure staff have tools to do their job Communication
Retention Strategies Con’t Reward/Compensate
Offer a competitive benefits package Link pay to performance Consider non-cash awards and
incentives Promote from within if possible
Conclusion
Remember that most people who work in the nonprofit sector do so to make a difference. Take the time to remind your employees what they are working so hard to achieve and thank them, on a regular basis, for their contributions to realizing that goal.